Prodcuct and market analysis among competitors

In the Capsim simulation, you receive clear information about customersâ?? requirements and how they change over time. This allows you to anticipate exactly where a new product should be placed to best capture market share throughout the simulation. Even knowing that, however, doesnâ??t make the implementation simple.Review the Capsim Mini-Case Study entitled â??Strategy.â? Consider the following important topics: All important info iregarding strategy, and team/products attached)Describe what your competitors are doing. (We are Team Erie, with product Eat…reports attached)Analyze other products in the market.Evaluate the resources needed to design and market the product.Compare the capacity needed to build the product with the available capacity.Address each of these four elements in your paper.Your paper should meet the following requirements:Be 5-6 pages in length, excluding the title and references pages.Be formatted according to the CSU-Global Guide to Writing & APA.In addition to course resources, use the CSU-Global Library to find three additional resources to support the position you take.1st attachment: Starting reports for all teams and products2nd attachment: First competition results 3rd attachment: Team info, strategy and most recent decisions4th attachment; mini case reading material5th: APA template
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Round 0 – 2018
Sim ID Z73987_1
High Level Overview
Team Name
Andrews
Baldwin
Chester
Digby
Erie
Ferris
Average
Sales
$40,800
$40,800
$40,800
$40,800
$40,800
$40,800
$40,800
Profit
$2,490
$2,490
$2,490
$2,490
$2,490
$2,490
$2,490
Contribution
Margin
20.0%
20.0%
20.0%
20.0%
20.0%
20.0%
20.0%
$0
$0
$0
$0
$0
$0
$0
Stock Price
$11.16
$11.16
$11.16
$11.16
$11.16
$11.16
$11.16
Market Share
16.7%
16.7%
16.7%
16.7%
16.7%
16.7%
16.7%
Emergency Loan
Research and Development
Use the Customer Buying Criteria, Product List and Perceptual Map to help you design products for your
customers and analyze where your products are positioned relative to your competition.
Customer Buying Criteria
Low Tech
High Tech
Customer Buying Criteria
Importance
Price
$15.00 – $35.00
41%
Age
3 Years
29%
Reliability
14,000 – 20,000
Hours
21%
Positioning
Performance 4.8
Size 15.2
9%
Perceptual Map
Customer Buying
Criteria
Importance
Positioning
Performance 7.4
Size 12.6
33%
Age
0 Years
29%
Price
$25.00 – $45.00
25%
Reliability
17,000 – 23,000
Hours
13%
Product List
Name
20
Pfmn.
Size
Reliability
Age
Revision Date
Able
6.4
13.6
21000
3.1
25-Nov-2015
Baker
6.4
13.6
21000
3.1
25-Nov-2015
Cake
6.4
13.6
21000
3.1
25-Nov-2015
Daze
6.4
13.6
21000
3.1
25-Nov-2015
Eat
6.4
13.6
21000
3.1
25-Nov-2015
Fast
6.4
13.6
21000
3.1
25-Nov-2015
18
16
14
Size
12
10
8
6
4
2
0
0
2
4
6
8
10 12 14 16 18 20
Performance
Marketing
Look at each segment to assess how your products fit in the market. View how many units each product sold
and their projected sales, and compare your product’s price, promo & sales budget to the competition. The
Customer Satisfaction Score tells you what your customers think of each product.
Low Tech Segment
Market Share
Buying Criteria
Importance
Price
$15.00 – $35.00
41%
Age
3 Years
29%
14,000 – 20,000 Hours
21%
Performance 4.8 Size 15.2
9%
Reliability
Positioning
Demand Information
Market Size
5,040
Units Sold
5,040
Growth Rate
10%
Andrews (16.7%)
Chester (16.7%)
Erie (16.7%)
Baldwin (16.7%)
Digby (16.7%)
Ferris (16.7%)
Price
Units Sold
Potential
Sold
Stock Out
Sales
Budget
Customer
Accessibility
Promo
Budget
Customer
Awareness
Customer
Satisfaction
Able
$34.00
840
840
No
$1,000
40%
$1,000
55%
17
Baker
$34.00
840
840
No
$1,000
40%
$1,000
55%
17
Cake
$34.00
840
840
No
$1,000
40%
$1,000
55%
17
Daze
$34.00
840
840
No
$1,000
40%
$1,000
55%
17
Eat
$34.00
840
840
No
$1,000
40%
$1,000
55%
17
Fast
$34.00
840
840
No
$1,000
40%
$1,000
55%
17
Name
High Tech Segment
Market Share
Buying Criteria
Importance
Positioning
Performance 7.4 Size 12.6
33%
Age
0 Years
29%
Price
$25.00 – $45.00
25%
17,000 – 23,000 Hours
13%
Reliability
Demand Information
Market Size
2,160
Units Sold
2,160
Growth Rate
20%
Andrews (16.7%)
Chester (16.7%)
Erie (16.7%)
Baldwin (16.7%)
Digby (16.7%)
Ferris (16.7%)
Price
Units Sold
Potential
Sold
Stock Out
Sales
Budget
Customer
Accessibility
Promo
Budget
Customer
Awareness
Customer
Satisfaction
Able
$34.00
360
360
No
$1,000
41%
$1,000
55%
16
Baker
$34.00
360
360
No
$1,000
41%
$1,000
55%
16
Cake
$34.00
360
360
No
$1,000
41%
$1,000
55%
16
Daze
$34.00
360
360
No
$1,000
41%
$1,000
55%
16
Eat
$34.00
360
360
No
$1,000
41%
$1,000
55%
16
Fast
$34.00
360
360
No
$1,000
41%
$1,000
55%
16
Name
Production
All information related to your Production department decisions is below. View your product costs compared to
the competition, and assess the capacity, automation, and utilization levels of each product.
Name
Primary
Segment
Price
Material
Cost
Labor Cost
Contribution
Margin
Units
Produced
Inventory
Automation
Next Round
Capacity
Next Round
Plant
Utilization
Able
Low Tech
$34.00
$16.17
$10.12
20.0%
1,287
87
3.0
800
163%
Baker
Low Tech
$34.00
$16.17
$10.12
20.0%
1,287
87
3.0
800
163%
Cake
Low Tech
$34.00
$16.17
$10.12
20.0%
1,287
87
3.0
800
163%
Daze
Low Tech
$34.00
$16.17
$10.12
20.0%
1,287
87
3.0
800
163%
Eat
Low Tech
$34.00
$16.17
$10.12
20.0%
1,287
87
3.0
800
163%
Fast
Low Tech
$34.00
$16.17
$10.12
20.0%
1,287
87
3.0
800
163%
Finance
View high-level financial overviews – income statement, cash flow statement and balance sheet – for each
company in your industry. Below, you can see how each of your products contributed to your profitability.
Income Statement
Andrews
Baldwin
Chester
Digby
Erie
Ferris
Sales
$40,800
$40,800
$40,800
$40,800
$40,800
$40,800
Variable Costs
$32,651
$32,651
$32,651
$32,651
$32,651
$32,651
Fixed Costs
$3,599
$3,599
$3,599
$3,599
$3,599
$3,599
$0
$0
$0
$0
$0
$0
$641
$641
$641
$641
$641
$641
$1,368
$1,368
$1,368
$1,368
$1,368
$1,368
$51
$51
$51
$51
$51
$51
$2,490
$2,490
$2,490
$2,490
$2,490
$2,490
Andrews
Baldwin
Chester
Digby
Erie
Ferris
Cash from Operating
$5,598
$5,598
$5,598
$5,598
$5,598
$5,598
Cash From Investing
$0
$0
$0
$0
$0
$0
Cash from Financing
($1,000)
($1,000)
($1,000)
($1,000)
($1,000)
($1,000)
Net Change in Cash
$4,598
$4,598
$4,598
$4,598
$4,598
$4,598
Starting Cash
Position
$1,000
$1,000
$1,000
$1,000
$1,000
$1,000
Closing Cash
Position
$5,598
$5,598
$5,598
$5,598
$5,598
$5,598
Andrews
Baldwin
Chester
Digby
Erie
Ferris
Current Assets
$11,303
$11,303
$11,303
$11,303
$11,303
$11,303
Fixed Assets
$9,600
$9,600
$9,600
$9,600
$9,600
$9,600
Total Assets
$20,903
$20,903
$20,903
$20,903
$20,903
$20,903
Current Liabilities
$2,854
$2,854
$2,854
$2,854
$2,854
$2,854
Long-Term Liabilities
$5,200
$5,200
$5,200
$5,200
$5,200
$5,200
Total Liabilities
$8,054
$8,054
$8,054
$8,054
$8,054
$8,054
Total Equity
$12,850
$12,850
$12,850
$12,850
$12,850
$12,850
Total Liabilities &
Equity
$20,903
$20,903
$20,903
$20,903
$20,903
$20,903
Other
Interest
Taxes
Profit Sharing
Net Profit
Cash Flow
Balance Sheet
Product Financials
Eat
Total
Sales
$40,800
$40,800
Variable Cost
$32,651
$32,651
Eat
Total
Fixed Cost
$3,599
$3,599
Net Margin
$4,550
$4,550
Other (Fees, Writeoffs)
$0
Interest
$641
Taxes
$1,368
Profit Sharing
$51
Net Profit
$2,490
Round 1 – 2019
Sim ID Z73987_1
High Level Overview
Team Name
Andrews
Baldwin
Chester
Digby
Erie
Ferris
Average
Sales
$42,755
$47,082
$47,635
$47,504
$55,165
$42,592
$47,122
Profit
$3,551
$1,958
$2,692
$4,046
$1,804
$3,094
$2,857
Contribution
Margin
25.1%
18.2%
23.3%
24.8%
21.9%
26.7%
23.3%
$0
$0
$463
$0
$0
$0
$0
Stock Price
$16.52
$13.33
$13.32
$17.36
$13.19
$15.56
$14.88
Market Share
15.1%
16.7%
16.8%
16.8%
19.5%
15.1%
16.7%
Emergency Loan
Research and Development
Use the Customer Buying Criteria, Product List and Perceptual Map to help you design products for your
customers and analyze where your products are positioned relative to your competition.
Customer Buying Criteria
Low Tech
High Tech
Customer Buying Criteria
Importance
Price
$15.00 – $35.00
41%
Age
3 Years
29%
Reliability
14,000 – 20,000
Hours
21%
Positioning
Performance 5.3
Size 14.7
9%
Perceptual Map
Customer Buying
Criteria
Importance
Positioning
Performance 8.1
Size 11.9
33%
Age
0 Years
29%
Price
$25.00 – $45.00
25%
Reliability
17,000 – 23,000
Hours
13%
Product List
Name
20
Pfmn.
Size
Reliability
Age
Revision Date
Able
7.1
12.9
21200
2.3
2-July-2019
Baker
6.8
13.5
21000
2.4
18-Mar-2019
Cake
7.5
12.3
21000
2.1
1-Dec-2019
Daze
6.6
13.2
20000
2.4
7-Apr-2019
Eat
6.4
13.6
20000
4.1
15-Jan-2019
Fast
7.6
12.7
21500
2.1
25-Oct-2019
18
16
14
Size
12
10
8
6
4
2
0
0
2
4
6
8
10 12 14 16 18 20
Performance
Marketing
Look at each segment to assess how your products fit in the market. View how many units each product sold
and their projected sales, and compare your product’s price, promo & sales budget to the competition. The
Customer Satisfaction Score tells you what your customers think of each product.
Low Tech Segment
Market Share
Buying Criteria
Importance
Price
$15.00 – $35.00
41%
Age
3 Years
29%
14,000 – 20,000 Hours
21%
Performance 5.3 Size 14.7
9%
Reliability
Positioning
Demand Information
Market Size
5,544
Units Sold
5,544
Growth Rate
10%
Andrews (13.2%)
Chester (16.6%)
Erie (22.8%)
Baldwin (17.3%)
Digby (16.5%)
Ferris (13.7%)
Price
Units Sold
Potential
Sold
Stock Out
Sales
Budget
Customer
Accessibility
Promo
Budget
Customer
Awareness
Customer
Satisfaction
Able
$36.50
730
700
No
$1,200
35%
$1,200
65%
12
Baker
$32.50
960
972
Yes
$1,000
35%
$1,100
61%
19
Cake
$35.50
921
890
No
$1,700
44%
$1,500
73%
8
Daze
$35.00
912
874
No
$1,200
37%
$1,200
65%
16
Eat
$33.50
1,261
1,375
Yes
$2,500
55%
$2,500
86%
22
Fast
$36.40
760
733
No
$1,275
36%
$1,500
73%
8
Name
High Tech Segment
Market Share
Buying Criteria
Importance
Positioning
Performance 8.1 Size 11.9
33%
Age
0 Years
29%
Price
$25.00 – $45.00
25%
17,000 – 23,000 Hours
13%
Reliability
Demand Information
Market Size
2,592
Units Sold
2,592
Growth Rate
20%
Andrews (17%)
Chester (16.2%)
Erie (14.9%)
Baldwin (18.9%)
Digby (17.2%)
Ferris (15.8%)
Price
Units Sold
Potential
Sold
Stock Out
Sales
Budget
Customer
Accessibility
Promo
Budget
Customer
Awareness
Customer
Satisfaction
Able
$36.50
442
433
No
$1,200
38%
$1,200
65%
18
Baker
$32.50
489
492
Yes
$1,000
35%
$1,100
61%
15
Cake
$35.50
421
412
No
$1,700
46%
$1,500
73%
27
Daze
$35.00
445
437
No
$1,200
38%
$1,200
65%
14
Eat
$33.50
385
416
Yes
$2,500
55%
$2,500
86%
12
Fast
$36.40
410
402
No
$1,275
39%
$1,500
73%
24
Name
Production
All information related to your Production department decisions is below. View your product costs compared to
the competition, and assess the capacity, automation, and utilization levels of each product.
Name
Primary
Segment
Price
Material
Cost
Labor Cost
Contribution
Margin
Units
Produced
Inventory
Automation
Next Round
Capacity
Next Round
Plant
Utilization
Able
Low Tech
$36.50
$16.30
$10.60
25.1%
1,287
203
3.0
800
163%
Baker
Low Tech
$32.50
$15.28
$10.74
18.2%
1,361
0
5.0
800
172%
Cake
Low Tech
$35.50
$17.32
$10.92
23.3%
1,460
206
3.3
1,050
184%
Daze
Low Tech
$35.00
$15.08
$10.60
24.8%
1,287
17
3.0
1,150
163%
Eat
Low Tech
$33.50
$14.43
$11.06
21.9%
1,560
0
4.7
850
197%
Fast
Low Tech
$36.40
$17.15
$10.39
26.7%
1,188
105
3.5
850
150%
Finance
View high-level financial overviews – income statement, cash flow statement and balance sheet – for each
company in your industry. Below, you can see how each of your products contributed to your profitability.
Income Statement
Andrews
Baldwin
Chester
Digby
Erie
Ferris
Sales
$42,755
$47,082
$47,635
$47,504
$55,165
$42,592
Variable Costs
$32,013
$38,526
$36,535
$35,727
$43,096
$31,234
Fixed Costs
$4,527
$4,444
$6,237
$4,781
$7,356
$5,480
$0
$50
$37
$69
$300
$21
$641
$989
$600
$576
$1,581
$1,000
$1,951
$1,076
$1,479
$2,223
$991
$1,700
$72
$40
$55
$83
$37
$63
$3,551
$1,958
$2,692
$4,046
$1,804
$3,094
Andrews
Baldwin
Chester
Digby
Erie
Ferris
Cash from Operating
$1,244
$5,300
$699
$6,708
$4,876
$3,374
Cash From Investing
$0
($6,400)
($5,760)
($6,300)
($6,680)
($2,600)
Cash from Financing
$0
$3,799
($537)
$400
$14,600
$909
Net Change in Cash
$1,244
$2,699
($5,598)
$808
$12,796
$1,683
Starting Cash
Position
$5,598
$5,598
$5,598
$5,598
$5,598
$5,598
Closing Cash
Position
$6,841
$8,296
$0
$6,406
$18,393
$7,281
Andrews
Baldwin
Chester
Digby
Erie
Ferris
Current Assets
$15,791
$12,166
$9,419
$10,761
$22,927
$13,561
Fixed Assets
$8,640
$14,613
$14,016
$14,520
$14,875
$11,067
Total Assets
$24,431
$26,779
$23,435
$25,281
$37,802
$24,628
Current Liabilities
$2,831
$5,973
$3,671
$2,776
$11,949
$6,250
Long-Term Liabilities
$5,200
$6,100
$4,222
$4,610
$7,200
$5,622
Total Liabilities
$8,031
$12,073
$7,893
$7,386
$19,149
$11,872
Total Equity
$16,400
$14,706
$15,542
$17,895
$18,653
$12,756
Total Liabilities &
Equity
$24,431
$26,779
$23,435
$25,281
$37,802
$24,628
Other
Interest
Taxes
Profit Sharing
Net Profit
Cash Flow
Balance Sheet
Product Financials
Eat
Total
Sales
$55,165
$55,165
Variable Cost
$43,096
$43,096
Eat
Total
Fixed Cost
$7,356
$7,356
Net Margin
$4,712
$4,712
Other (Fees, Writeoffs)
$300
Interest
$1,581
Taxes
$991
Profit Sharing
$37
Net Profit
$1,804
TEAM ERIE, PRODUCT EAT INFO and most recent strategic decisions
Student Thuy Nguyen uploaded and changed “ALL” decisions for the Round 1 official decision file.
Erie team communicate mostly by email and messenger. Our Erie team decided to apply cost leadership
strategy into our company. Cost leadership is a strategy companies use to increase efficiencies and
reduce production costs below the industry average or their closest competitor. By having the lowest
costs associated with providing your products, you put your business in the unique position of being
able to charge your customers the lowest price in the market for those products. While the cost
leadership strategy can be highly successful, it can be can be difficult to employ. We decided to invest in
technology to raise the automation cost. Moreover, to overcome the competitors we need to invest in
TQM (Total quality management) in early years to reduce the labor and material cost. One benefit
available to low-cost operators in an industry is higher profit margins. If you can sell products and
services with a lower cost basis and competitive pricing, your margins are greater than companies that
invest more to produce products of a similar quality. In addition, our efforts to reduce cost help us gain
market share. Companies that are able to offer products at a lower-than-typical market price can usually
induce more business from budget-conscious buyers. Another major benefit of low-cost leadership is
that you have more capital resources available to fund growth or further investments. However, the
greatest risk in pursuing a Cost Leadership strategy is that these sources of cost reduction are not
unique to you, and that other competitors copy your cost reduction strategies. This is why it’s important
to continuously find ways of reducing every cost. Furthermore, for the low-cost strategist, these extra
costs should be eliminated; as a result, this delay in innovation has a negative effect on customers who
desire the innovations.
Team Erie is working diligently to assemble our preferred method of communication, as well as coordinating
schedules. We are hoping that a couple of members will reach out via email or Facebook messenger so we can all be
on the same page. Although we many not have a solidified strategy, as it stands today we are looking at low tech
appeal to go into the market, but also catering to some high tech demands; however this may change as we go into
the future rounds. I would lean toward the low tech route, but also keeping costs down. Our current projections are
acceptable, but we will need to adjust accordingly in the upcoming weeks.
Product Name
Eat
Research Development
Performance
6.4
Size
13.6
Reliability
20,000
Product Name
Eat
Marketing
Price
33.50
Promo Budget
2,500
Sales Budget
2,500
Unit Sales Forecast
1,700
Production
Production Order
1,600
Capacity Change
50
Automation Next Round
4.7
Finance
Stock Issue
4,000
Product Name
Eat
Stock Retire
0
Dividend
0.00
Current Debt
8,800
Bond Retire
0
Bond Issue
2,000
1
Mini Case Studies
Strategy
Low Cost vs Legacy â??
definitions get cloudy
Mini Case Studies
Strategy: Low Cost vs Legacy â?? definitions get cloudy
Strategy: Low Cost vs Legacy â??
definitions get cloudy
EasyJet â?? the British-born low cost airline that launched
in the mid-90â??s with the slogan â??flights as cheap as a pair of
jeansâ?? â?? announced record profits of 686 million pounds in
2015. That was 18% above its previous yearâ??s results and its
5th record profit in a row. Southwest Airlines, the U.S. low
cost airline that started it all in the 1970â??s with hostesses
in orange hot pants and white go-go boots, also finished
2015 with record profits of 620 million U.S. dollars. It was
Southwestâ??s 43rd consecutive year of posting a profit.
While these low cost carriers (LCCs) are making profits, legacy airlines are struggling to cut
costs and increase margins. Low fuel costs have helped the legacy airlinesâ?? bottom line in
recent years, but profitability has been far more variable than for LCCs.
Disrupting the market
Low cost airlines disrupted the traditional air travel market, changing the concept of a
domestic flight from a luxury to a commodity. They focused on short-haul flights, leaving the
costly long-haul flights to the legacy carriers. As the low cost carrier market has matured,
however, the gap between low cost and legacy airlines services has narrowed significantly. In
recent years legacy airlines have watched their markets erode, they cut costs and services in
an attempt to match the competition. Meanwhile, the no-frills airlines have become successful,
and begun to introduce a few fancy ruffles, if not fully fledged frills â?? like assigned seats and
perks for business passengers.
The LCC sector took off in new markets as well. According to the Center for Asia Pacific
Aviation, the regionâ??s LCC fleet increased 50% from 2013 to 2015 in Southeast Asia, from 400
to 600 aircraft. AirAsia, the leading Asian LCC based in Malaysia, was voted Worldâ??s Best
Low-cost Airline at the Oscars of the aviation industry, the Skytrax Awards, for the 8th year in
a row in July 2016.
While these low cost carriers (LCCs) are making
profits, legacy airlines are struggling to cut costs
and increase margins.
New profit model
Low cost carriers developed a new profit model for air travel. They cut costs in a myriad of
ways. Specifically, they cut fleet costs by using one type of aircraft with minimal additions
(seats on Irelandâ??s Ryanair planes, for example, did not recline or have seat back pockets to
reduce weight and maintenance costs). They hedged gas price contracts to smooth their fuel
2
Mini Case Studies
Strategy: Low Cost vs Legacy â?? definitions get cloudy
costs. They cut labor costs by hiring less experienced staff at lower pay grades. According to
The Economist, one Indian low-cost carrier hires only female flight attendants because they
are on average 10â??15kg lighter than men. Such parsimony pays off. Fuel accounts for a third of
an airlineâ??s costs and every kilogram thus shed removes $100 from an aircraftâ??s annual fuel bill.
Many ways to cut
LCCs cut passenger amenities to the bone, offering no inflight entertainment and charging for
each service including food, beverage, luggage, pillows, blankets â?? even debating the merits
of charging for bathroom use. They cut airport fees by ensuring planes spent less time on the
ground, using secondary airports instead of major hubs and avoiding jetways that attract high
usage fees. The result was an ability to cut prices â?? sometimes to as low as zero (excluding
taxes and charges) â?? with simple fare structures such as one-way fares priced at half return
fares and seat prices that increase as flights fill up. For some time, all that cutting allowed the
LCCs to offer what European guide book publisher and media personality Rick Steves called
â??remarkable, it-must-be-a-typo dealsâ?.
Major shake-ups, and more to come
The shake-up has led to several dramatic shifts. Delta and Northwes …
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